Posts: 613
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Joined: Sep 2012
Do give a brief idea on Continuum Approach of leadership?
Posts: 613
Threads: 298
Joined: Sep 2012
This is also an important behavioural theory of leadership developed by Tannenbauni, and Schmidt. They have identified seven styles of leadership on a continuum hypothesising that the effectiveness of one or the other leadership style depends on situation. These leadership styles very on the dimensions of area of freedom for managers, and area of freedom for non-managers (subordinates). In other words, they vary from a high degree of leader-centered behaviour to a high degree of subordinate centeredness. The possible leadership styles are:
(1) Manager able to make decision which non-managers accept.
(2) Manager must "sell" decision before gaining acceptance.
(3) Manager presents decision but must respond.
(4) Manager presents tentative decision subject to change after non-manager inputs.
(5) Manager defines limits within which non-managers make decisions.
(6) Manager present problem, gets inputs from non-managers, and then decides.
(7) Manager and non-managers jointly make decision within limits defined by organisational constraints.
According to this theory, effectiveness of any one of these styles depends on the situation and personality of the manager. The manager should consider the following situational factors when deciding about the appropriateness of his leadership behaviour:
(a) Forces in the manager itself;
(b) Forces in the subordinates; and x
© Forces in the situation.
Forces in the manager consist of the manager's Value system confidence in subordinates, own leadership inclinations and feelings of security in an uncertain situation.
Forces in the subordinates include their need for independence readiness to assume responsibility for decision making, tolerance, for ambiguity (or strangeness), interest in problem at hand, understanding and identification with the goals of the organisation knowledge and experience to deal with the problem and learned expectation of sharing in the decision-making process.
Forces in the situation include the type of organisation, group effectiveness, the complexity of the problem itself pressure of time on the situation etc.
No doubt, Tannenbaum and Schmidt have developed a practical guideline for managers in choosing their leadership styles. An important contribution of their approach is the recognition that no particular leadership style is effective in all situations. A manager should change his leadership behaviour according to the forces in the situation in which he is operating. It may be observed that the maximum freedom that Tannenbaum and Schmidt, recognise for the managers is that he is able "to make decisions which non managers accept." It is conceivable that there may be situations particularly crisis or emergency situations, or when he is dealing with a recalcitrant subordinate or group of subordinates that he may find it more effective to act autocratically, make decisions and enforce compliance by using even punitive or coercive methods, rather than make only those decision that his subordinates accept.
